Corporate politics
Name : Prerana Waghmare
1) Politics and workplace
BODLA (2009) The article explores the relationship between perceived organizational politics and various work attitudes and behaviours among employees. It highlights the prevalence of political behaviour in Pakistani organizations and emphasizes the need for a comprehensive understanding of its consequences. The study focuses on employees’ perceptions of organizational politics and its correlation with job satisfaction, organizational commitment, job stress, job involvement, and turnover intentions. The literature review delves into the definitions of organizational politics, its impact on decision-making, and its association with employee attitudes and performance. The findings indicate a negative relationship between perceived organizational politics and job satisfaction, organizational commitment, and job involvement, while a positive association is observed with job stress and turnover intentions. The article suggests the importance of addressing organizational politics to enhance overall performance and advocates for transparent and merit-based policies. Future research is encouraged to explore multicultural perspectives and other variables influencing perceptions of organizational politics.
2) Gender, Power and Office Politics.
LIEN (2005) The author states that pervasive feelings of powerlessness and frustration among female clerical workers, highlighting the impact of tacit norms in the organization that contribute to differential treatment. Gherardi’s concept of ‘doing gender’ in daily work lives is referenced to explain the gender-specific challenges faced by these workers. The women express frustration and disappointment, compounded by the difficulty of leaving their positions due to the need for work experience on their resumes. The study identifies sources of powerlessness, including limited powers, unclear company policies, and the hierarchical treatment by bosses. Office politics further complicates the situation, with the workers facing a dilemma of either conforming to the existing system or risking more power loss and frustration by attempting to change it. The research underscores the importance of listening to marginalized workers, offering insights for human resource development and suggesting implications for HRD theory in Taiwan.
3) Gender Hierarchy Harassment
BERDAHL (2007) The author argues that Sexualized Behaviour Harassment (SBH) was originally conceived as a sexual act but has evolved into an expression of male dominance, serving as a means to protect social status in a sex-based hierarchy. The perspective expands the definition of SBH beyond sexual behaviours, encompassing acts that demean individuals based on their sex. The theory emphasizes the role of both men and women in defending their gender-based status through derogatory behaviours. The author encourages future research to move away from classifying harassers solely as sexual predators, focusing instead on understanding the social motivations driving such behaviour. The contextual definition of SBH is highlighted, suggesting that the perception of harassment depends on historical, social, and power dynamics. The author urges researchers to broaden measures of SBH and considers the broader conceptualization as an improvement in understanding and preventing gender-based discrimination.
4) Workplace Dynamics Study
CASTANHEIRA (2022) The research emphasizes the need to recognize and address the negative impacts of organizational politics on employee performance. It stresses the importance of creating a work environment where authenticity is valued, and employees are not deterred by the fear of unrewarded efforts or inauthentic behaviour. The role of managers is highlighted in fostering a positive organizational climate by serving as role models, actively participating in shaping workplace culture, and providing clear feedback on endorsed behaviours. Transparent procedures for pay raises and promotions are recommended, along with attention to how these processes are perceived by employees. Despite the pervasive and often undesirable nature of workplace politics, the study underscores its critical understanding for effective navigation in organizational contexts. The research provides substantial evidence of the dual nature of workplace politics and outlines mechanisms linking perceptions of politics to employee performance and deviance.
5) Team Performance Dynamics
CHIU (2018) The article investigates the impact of collective affective commitment and resource adequacy on team performance in organizational settings. It emphasizes the significance of commitment and resource allocation in influencing group decisions and learning. The study defines collective affective commitment as a shared mind set among team members regarding their common employer, focusing on loyalty and a willingness to invest efforts for organizational goals. Resource adequacy, viewed through the resource allocation theory, represents the extent to which teams have the means to utilize their abilities and motivation effectively. Additionally, the research explores the indirect and moderating effects of top management autocracy and peer teams’ opportunism on team performance. Top management autocracy is considered to diminish affective commitment, while peer teams’ opportunism is examined in the context of limited resources within the organization. The study aims to contribute to existing knowledge by investigating these factors concurrently and developing hypotheses based on transaction cost theory and resource allocation theory.
6) Life-Stage Influence Dynamics.
LEWIS (2014) The research on impression management has predominantly overlooked the underlying causes of such behaviour. The current study introduces a life-stage development perspective, revealing a curvilinear relationship between age and the motivation to employ influence tactics. Starting low in early adulthood, motivation sharply increases in the settling down stage, followed by a decline in middle adulthood and sustained low levels in later stages. The study suggests potential differences in influence tactics between virtual and traditional workers, as well as among collocated and non-collocated supervisors. The aim is to enhance understanding of the complex relationship and shed light on the biological processes influencing employees across organizational stages.
7) External Recruitment Versus Internal Promotion.
CHAN (1996) This states delves into the strategic considerations surrounding the choice between internal promotion and external recruitment within the context of an economic contest. Drawing parallels with the fundamental tournament model, the analysis underscores the potential efficacy of inducing optimal effort from existing employees through manipulation of the wage spread, even in the face of increased competition from external candidates. However, the article raises concern about the practicality of a fair contest, citing issues of moral hazard and non-productive competition. An alternative tournament structure is proposed; wherein internal contestants are granted an implicit competitive handicap when the wage spread is artificially constrained. This approach aims to preserve the incentive for effort despite a comparatively smaller prize, suggesting a level of rationality in the observed favouritism prevalent in personnel decisions. The model further posits that the competitive handicap can vary based on the quality of existing workers, with inferior contestants benefiting and high-ability individuals encountering a rigged contest to prevent effortless victories. The article also hints at testable hypotheses, suggesting that the magnitude of the handicap may differ across organizational levels, potentially diminishing as one ascends the hierarchy. The author expresses hope that these hypotheses will be explored in future empirical analyses.
8) Women Executives’ Political Journey
MAINIERO (1994) The article discusses the misconception that executive women are apolitical and highlights the importance of political skill in their success. It emphasizes that successful and effective managers develop a blend of communication, networking, human resource, and traditional management skills. Many executive women acquire these skills through a political maturation process, becoming seasoned leaders with heightened interpersonal and cultural awareness. Sandra Woods, a senior vice president at Adolph Coors and Co., notes the transition from “management” to “leadership” involves gaining support through credibility and a proven track record. Pamela Flaherty, a division executive at Citicorp, sees corporate politics as integral to human interrelations and emphasizes the necessity of negotiating, selling ideas, and cultivating professional relationships. The article concludes that managing politics is crucial for effective executive performance, involving truthfulness about issues and sometimes challenging cultural norms while remaining sensitive to them.
9) Make politics work for you.
PINTO (1997) The key to successful technical project management lies in understanding and navigating organizational politics. Acknowledging the political nature of organizations is crucial, and managers should cultivate “appropriate” political tactics, forming alliances, negotiating solutions, and recognizing the give-and-take of compromise. Managers must grasp the principle of “WIIFM” (What’s in It for Me) to secure support from stakeholders, avoiding assumptions about automatic appreciation. Levelling the playing field involves granting project managers the authority to conduct performance appraisals, signalling the value of projects within the organization. Developing influence through expertise, strategic relationships, networking, and social sensitivity is vital. Negotiation skills should be honed for “win-win” outcomes, emphasizing fairness and mutual problem-solving. Conflict is recognized as a natural side effect of project management, requiring managers to handle it judiciously. Ultimately, technical managers must embrace the intertwined nature of politics and project management to ensure project success.
10) The Use and Abuse of Corporate Politics
BEEMAN (1987) It emphasises Corporate politics, prevalent in formal organizations, consumes valuable time, subverts goals, diverts energy, and leads to the loss of valuable employees. New managers can address this by understanding its bases and dismantling the political framework. To reduce system uncertainty, they should clarify evaluation processes and link rewards directly to performance. Minimizing resource competition among managers and focusing on external goals can diminish internal competition. Breaking existing political fiefdoms involves dismantling dysfunctional subgroups and removing managers who personalize politics. Prevention of future fiefdoms includes promoting an apolitical attitude for promotion, prioritizing organizational goals over personal power. Unless strong political camps are dismantled, they can hinder efficiency and effectiveness in the organization.
Conclusion:
The articles cover diverse topics within the organizational and workplace context. The first article investigates the impact of perceived organizational politics on various work attitudes among Pakistani employees, highlighting the need for a comprehensive understanding of its consequences. The second discusses the underrepresentation of Taiwanese women in powerful positions, emphasizing gender and power imbalances. The third challenges the traditional view of Sexualized Behaviour Harassment, expanding its definition beyond sexual acts and focusing on social motivations. Andrew Denka’s insights on positive diplomacy in navigating office politics are shared in the fourth article. The fifth emphasizes proactive measures against organizational politics and the role of managers in fostering a positive environment. The sixth introduces a life-stage development perspective on impression management, exploring age-related motivations. The seventh delves into workers’ perceptions of performance appraisal fairness in Barbados, with a focus on union membership. The eighth article focuses on executive women’s political skills and their role in reaching top organizational positions. The ninth explores the impact of collective affective commitment and resource adequacy on team performance. Finally, the tenth and eleventh articles discuss the strategic considerations surrounding internal promotion versus external recruitment and propose an alternative tournament structure to preserve effort incentives. The author encourages empirical analyses to test hypotheses related to competitive handicaps in different organizational levels.
Reference:
1) BEEMAN, 1987, The Use and Abuse of Corporate Politics. Business Horizons, [s. l.], v. 30, n. 2, p. 26, 1987. DOI 10.1016/0007-6813(87)90005-X.Disponível em:https://research.ebsco.com/linkprocessor/plink?id=a970741e-8f89-3672-be1a-297feff359a3. Acesso em: 23 fev. 2024.
2) BERDAHL, and J. L. 2007, Harassment Based on Sex: Protecting Social Status in the Context of Gender Hierarchy. Academy of Management Review, [s. l.], v. 32, n. 2, p. 641–658, 2007. DOI 10.5465/AMR.2007.24351879. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=60f41289-5cba-3ab2-ba33-d6ea86f2730f. Acesso em: 23 fev. 2024.
3) BODLA, et al., 2009, Politics and Workplace: An Empirical Examination of the Relationship Between Perceived Organizational Politics and Work Performance. South Asian Journal of Management, [s. l.], v. 16, n. 1, p. 44–62, 2009. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=c4e36ee6-16df-3340-a90b-401bc72e6cc4. Acesso em: 23 fev. 2024.
4) CASTANHEIRA, et al,. 2022, Organizational Politics and its Impact on Performance and Deviance Through Authenticity and Emotional Exhaustion. British Journal of Management, [s. l.], v. 33, n. 4, p. 1887–1904, 2022. DOI 10.1111/1467-8551.12550. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=77714394-3156-34d5-bdab-21d2ad4e618e. Acesso em: 23 fev. 2024.
5) CHIU, et al. 2018 Being an excellent team: understanding how politics influence team performance. Total Quality Management & Business Excellence, [s. l.], v. 29, n. 3/4, p. 365–386, 2018. DOI 10.1080/14783363.2016.1189823. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=17cbffb0-4262-3531-8bfa-f2e23a3d0674. Acesso em: 23 fev. 2024.
6) LIEN, and B. Y.-H. 2005 Gender, Power and Office Politics. Human Resource Development International, [s. l.], v. 8, n. 3, p. 293–309, 2005. DOI 10.1080/13678860500199758. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=703bad3d-da58-345d-ae46-b7425711af16. Acesso em: 23 fev. 2024.
7) LEWIS, et al 2014 Age and influence tactics: a life-stage development theory perspective. International Journal of Human Resource Management, [s. l.], v. 25, n. 15, p. 2146–2158, 2014. DOI 10.1080/09585192.2013.860382. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=c5e54fa9-ae84-3ed7-8d68-200a9264d875. Acesso em: 23 fev. 2024.
8) CHAN, and W. 1996, External Recruitment Versus Internal Promotion. Journal of Labor Economics, [s. l.], v. 14, n. 4, p. 555, 1996. DOI 10.1086/209822. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=30cf2fbc-99f3-38cc-a559-38540ad5c641. Acesso em: 23 fev. 2024.
9) MAINIERO, and L. A. 1994 On Breaking the Glass Ceiling: The Political Seasoning of Powerful Women Executives. Organizational Dynamics, [s. l.], v. 22, n. 4, p. 4–20, 1994. DOI 10.1016/0090-2616(94)90075-2. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=47df5b1e-4b8f-3f71-a379-f46a16129e30. Acesso em: 23 fev. 2024.
10) PINTO, and J. K. 1997, Make politics work for you. Research Technology Management, [s. l.], v. 40, n. 1, p. 9, 1997. DOI 10.1080/08956308.1997.11671096. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=67aa28c0-8059-3a15-ae9b-cd1382de9c8f. Acesso em: 23 fev. 2024.